This presentation is about what I learned from when my house burned down.
The presentation is elling the story of a sense of urgency, but targeted at (agile) software development
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What I Learned From Burning Down My House
1. What I learned from burning my house…A Sense of UrgencyRobin DymondInnovelYves Hanoulle PairCoaching.net
2. About()Yves HanoulleRobin Dymond, CSTChange ConsultantTraining, Coaching & Consultancy Services on agile & Team practicesin EMEA. Trainer, Management Consultant and CoachTraining, Coaching organizations on Scrum, Agile and Lean.Certified Scrum Trainer2
3. You.About(1 minute)Who are you?What makes you different?What would be the successful outcome of this talk for you?3
15. Why are we are here?Kotter: 70% of change efforts fail.Womack: few companies adopting Lean become Lean organizationsOrganizations are struggling with transitioning to AgileThe problem of change is a universal issueIt’s about creating Learning organisations7
19. Notes 1What were the ramifications of this devastating fire? For you, for the family? What did you lose? What did it cost?How does this accident relate to you? Were you complacent? Was it just an accident? How did it change you?11
22. ComplacencyWiktionary:A feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleMerriam-Webster:a feeling of being satisfied with how things are and not wanting to try to make them better : a complacent feeling or condition14
75. What is Find opportunities in a crises in Software development?33
76. Find opportunities in a crisesChallenger Explosion Reorg NASANetscape problems MozillaMusic Piracy iPod + iTunesLate overbudget Projects agile Bug First Unit test then fixBuilding software is hard automate buildRetrospectives1 common enemy Unites peopleLimited budget higher focus on value34
86. Deal with NONO’s: Identify the nonoExplain what is a NONOMake their behavior transparent to everyoneUse social accountability and peer pressure to alignTeam:Self-organisationPair-ProgrammingCo-located teamsOrganisation:EducationRaising ImpedimentsInformation Radiators44
87. Prime Directive Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.At the end of a project everyone knows so much more. Naturally we will discover decisions and actions we wish we could do over. This is wisdom to be celebrated, not judgment used to embarrass.45
89. How can we Keep the Urgency up in Software development?47
90. Keep Urgency UpWhat is the Bottleneck today?FeedbackRetrospectivesStop The LineCustomer collaborationContinuous ImprovementEliminating non value workDaily StandupBurndown chartsDemosContinuous Deployment48
1 Augustus 1991 20 hour: My sister Karien calls her boyfriend from her holiday.
I’m answering the phonecall. I’m asking her if my father is around, if she can ask him to come to the phone and she can get a pencil and some paper. My sister wants to know what happens and freks out when I insist she passes my father.
I tell my father his house burned down. I have to repeat it three times.
ZelfgenoegzaamheidA feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleComplancecy embraces the staus quoMy parents were not happy with their houseThey had a very expensive loanRelation was on cruise control
Zelfgenoegzaamheidcomplaisancesatisfactioncontentement de soi
ZelfgenoegzaamheidA feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleComplancecy embraces the staus quoMy parents were not happy with their houseThey had a very expensive loanRelation was on cruise control
This is filled with energyFalse Urgency is built on a platform of anxiety and angerMore activity then productivityPassive aggresion
Too busy driving to take gas??PO /SM Too busy to attend demo’s Sprint reviews?
Aim for the heart not for the senseGreat leaders win over the hearts and minds of others
I read 20 to 30 pages a day, not just on software developmentI spend 20% of my income on training and courses.Listen to your customer interfacing employeesShow them don’t tell themGive as much disquiting information to as many peopleMake it clear the blame game will not be toleratedSend people out Bring people in
Too busy driving to take gas??PO /SM Too busy to attend demo’s Sprint reviews?
Teh medium is the messageStart meetings on timeAct VS WaitRespond fast, move nowClear the desks (agenda)Be visible urgent
MESware: 2006 7 am: I got a message on my answering machine from my boss at MESware. The building was caught in a fire from the factory below us. I’m asked not to come to work.I’m calling him. He clearly is down. I’m telling him I’m comming anyway,we’ll figure out a way to work from someone’s home.I warn my wife, don’t count on me to help with our two small kids.I start to dis-assemble my home office.By 10 AM me and 4 college’s are working in one of thems home.We do warn our russian collegaue’s.
My parents have a better home and are still togetherI learned to ask for helpFire at MESware 2006/02/27 first time there was a teamMan on the moon (Before the russians were winning the race for SpaceBush used 9/ 11Stop the line
A NONO is more then a skeptical
A NONO is more then a skeptical
A NONO is more then a skeptical
I like the respect for people
We are one team we either trust eacher or not
This comes from the first book on retrospectives from Norman Kerth. This was not about agile retrospectives but more about Post-Mortems. Still Norman has great idea’s and is one of the must read books for anyone that wanst to facilitate Retrospectives.The other one is Agile retrospectives on which most idea’s from this talk come from.
Children at breakfast
A sense of urgency will only become more essential